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    Om-Week 1

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    Om-Week 1

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    axellama38
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    module

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    OM-WEEK 1

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    module

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    2 views25 pages

    Om-Week 1

    Uploaded by

    axellama38
    module

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 25

    ORGANIZATION

    AND
    MANAGEMENT

    MA’AM CESS
    MOST ESSENTIAL TOPIC

    Nature and Concept of Management


    Management Personal Introspection

    • Guide questions:
    • What do you understand about the term “management”?
    • As a student, how are you going to apply the concept of
    management in the classroom?
    THINK-PAIR-SHARE
    (5 minutes)

    • Look closely at the given images and list down at


    least five words that best describe what you think
    management is all about.
    Definition and Functions of
    Management
    • Based from the given activities, can you now define what
    management is?
    • Management is the process of coordinating and
    overseeing the work performance of individuals working
    together in organizations, so that they could efficiently
    accomplish their chosen aims or goals.
    • Management covers the whole organization and is present in every area in
    the organization. For management to be successful- coordination,
    efficiency and effectiveness are required to carry it out.
    • Manager
    is a significant person whose role is different from other employees in the
    organization. The managerial functions are performed by the manager. Thus,
    it can be summarized that all organizations—no matter the kind, size, or
    location—need good managers in order to successfully achieve their
    organizational goals and objectives
    The following are the different managerial
    functions that a manager exercises
    PLANNING

    • This includes defining goals, establishing strategy,


    and developing plans to coordinate activities. It
    involves mapping out exactly how to realize a
    specific goal. It also requires knowledge to create,
    develop and analyze opportunities which is known
    as strategic planning.
    There are two types of planning;

    • a.) Long range planning


    - a set of goals (usually five to ten) that outlines the
    path for the company's future. When the long-range plan
    is in place, a strategic plan should be developed to define
    the objectives and actions necessary to achieve the goals
    spelled out in the long-range plan.
    There are two types of planning;

    b.) short range planning


    -covers time periods of one year or less. These plans focus
    on day-to-day activities and provide a concrete base for
    evaluating progress toward the achievement of
    intermediate and long-range plans.
    ORGANIZING

    • This is also known as the backbone of management. It is


    the structure of the organization which help determines
    what task to be done, who needs to do the task and how
    the task is to be performed and for whom to report to
    after the task is achieved.
    STAFFING

    • This involves manning in the organization. This requires


    recruitment, thorough selection of applicants and hiring
    of potential employees for the organization. It is also
    responsible for training and development of the
    employee to be promoted, transferred, demoted or even
    be fired from the organization
    DIRECTING
    • This involves the supervision and motivation of manager towards
    his/her employees to be more productive and efficient. When there is a
    high morale in the organization, it usually has a significant impact on the
    performance and productivity of the employees. Good communication
    is essential since this builds positive interpersonal relationship from and
    among employees. Thus this can resolve conflicts that might arise in the
    organization.
    CONTROLLING

    • This deals with monitoring the company’s progress and


    ensuring that all other functions are operating efficiently. Since
    this is the last stage, uncertain situation usually arises that
    might disrupt the operation of the business. Therefore, there
    is a need for the management to exercise corrective actions
    after thorough assessment and evaluation.
    Coordination, Efficiency, and Effectiveness

    • coordination as the harmonious, integrated action of the


    various parts and processes of an organization;
    • efficiency is being able to yield the maximum output from a
    minimum amount of input;
    • effectiveness as being adopted to produce an effect, or
    being able to do things correctly.
    • coordination ensures that all individuals, groups, or teams are
    harmoniously working together and moving toward the
    accomplishment of the organization’s vision, mission, goals,
    and objectives;
    • efficiency, meanwhile, refers to the optimal use of scarce
    resources—human, financial, physical, and mechanical— in
    order to bring maximum productivity;
    • and effectiveness means “doing things correctly” when
    engaged in activities that will help the organization attain its
    aims.
    Types and theories of Management
    • Scientific Management Theory
    -Father of Scientific Management
    -This management theory makes use
    of the step by step, scientific methods
    for finding the single best way for
    doing a job.
    • Taylor’s Scientific Management Principles are as follows:
    ➢ Develop a science for each element of an individual’s
    work to replace the old rule of thumb method.
    ➢ Scientifically select and then train, teach, and develop
    the workers.
    ➢ Heartily cooperate with the workers so as to ensure that
    all work is done in accordance with the principles of the science
    that has been developed.
    ➢ Divide work and responsibility almost equally
    between management and workers.
    General Administrative Theory
    The General Administrative Theory proposed by Henri Fayol
    (1841-1925) and Max Weber (1864-1920) concentrates on the
    manager’s functions and what makes up good management
    practice or implementation.

    Fayol believed that management is an activity that all


    organizations must practice and viewed it as separate from all
    other organizational activities such as marketing, finance,
    research and development, and others.
    General Administrative Theory

    Weber, a German sociologist wrote in the


    early 1900s that ideal organizations, especially
    large ones, must have authority structures and
    coordination with others based on what he
    referred to as bureaucracy. Present-day
    organizations still make use of Weber’s
    structural design.
    Total Quality Management (TQM)

    Total Quality Management is a management


    philosophy that focuses on the satisfaction
    of customers, their needs, and expectations.
    Quality experts W. Edwards Deming
    (1900–1993) and Joseph M. Juran (1904–
    2008) introduced this customer-oriented
    idea in the 1950s, however, the concept had
    few supporters.
    Organizational Behavior (OB) Approach

    • The Organizational Behavior (OB) approach involves the


    study of the conduct, demeanor, or action of people at
    work. Research on behavior helps managers carry out
    their functions—leading, team building, resolving
    conflict, and others.

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